An Interview with Michael Whitaker

A&SL: We did an interview with you a little more than 10 years ago when you were the FAA deputy administrator and we are excited to catch up with you today. Please share a little background about yourself.

I moved a lot as a kid—my father was a career Army officer—and I always had an interest in travel and international politics. I studied international relations in college and focused on international law at Georgetown. I practiced with a private law firm for several years as a litigator before joining TWA in New York in the early 1990s.

A&SL: You have had a long career in aviation. What were some of your more rewarding jobs/challenges?

I started my career at TWA, which was a chaotic place but created a lot of opportunity for a young executive. I then worked for United Airlines in Chicago, and ended up in charge of commercial alliances, joint ventures, and international affairs. Fifteen years ago, I had the unique opportunity to live in India, where I worked in the Delhi region with InterGlobe as they launched IndiGo Airlines. These experiences enabled me to participate in the growth of the global aviation system. Prior to rejoining FAA last October after having previously served the agency from 2013-2016 as deputy administrator and chief NextGen officer, I was chief operating officer of Supernal, the Hyundai Motor Group subsidiary devoted to launching the era of advanced air mobility. That opportunity allowed me to see what the next age of aviation could look like.

A&SL: When you were the FAA deputy administrator, you served as the agency’s chief NextGen officer when NextGen was in its foundational phase. Can you tell us how NextGen has progressed since then and what more is left to implement for its success?

Thanks to the great work of the FAA team, the transformational NextGen program is taking us into the next era of aviation. Instead of radars, we now use satellite-based navigation. Instead of voice communications between pilot and controller, we use both digital and voice communications. NextGen has provided the modern technology that gives more (and better) information to air traffic controllers, dispatchers, and pilots and enables decision-making tools for them to do their jobs better. Part of NextGen’s operations have improved procedures that make our system more efficient and are easier on the environment. That includes programs that facilitate sustainable aviation fuel uptake as well as aircraft and engines that lower fuel consumption and emissions. We are continuing to operationally integrate—or “operationalize”—the elements of NextGen and improve their function and performance. Because NextGen is largely implemented, the FAA Reauthorization Act of 2024 directs that we replace our NextGen Office with a new Office of Airspace Modernization that will focus on safely integrating new entrants into the National Airspace System.

A&SL: Before joining the FAA last year, you served as the chief operating officer at Supernal. What is the mission of Supernal, and what did you do for the company?

This startup company, founded by the Hyundai group, is designing and will manufacture electric, vertical takeoff and landing (eVTOL) vehicles for the emerging advanced air mobility (AAM) market. As COO, I was responsible for commercial operations as well as core business operations, such as human resources and information technology.

A&SL: What led you to come back to the FAA and take the administrator job?

I was drawn back to work at the FAA because I passionately believe in the agency’s mission of providing the world’s safest, most efficient aviation system. It’s an honor to lead a workforce so dedicated to public service.

A&SL: What are the FAA’s top priorities and biggest challenges today?

The safety of the flying public drives everything we do and is our primary mission. It’s why we’re here. As the National Airspace System (NAS) gets more crowded and complex, we are working to expand our safety tools, such as Safety Management Systems, encouraging just culture principles throughout the aviation community and expanding the use of data to identify emerging safety risks. We also need to build the aviation system of the future by putting in place regulations and policies to safely integrate new entrants into the NAS. And finally, as the agency’s chief recruitment officer, I want to make the FAA the employer of choice for talented people to make a rewarding aerospace career.

A&SL: The aviation industry has had some challenges with a number of aviation safety issues over the past few years. What is the FAA doing to work with industry to help solve some of those issues?

Recent events remind us that we must be vigilant about safety. We are working very closely with industry to ensure proper safety processes and procedures are in place and rigorously adhered to. We will continue to take regulatory action as necessary to hold industry accountable for safety lapses. And as industry continues to grow and innovate, we are making sure that our safety protocols and oversight models adapt accordingly. We are constantly reexamining and improving upon each safety layer of our aviation system to drive toward the goal of zero significant safety events.

Going forward, we must harness new technologies, such as AI and machine learning, to better identify risks in the system and increase those layers of safety.

A&SL: What has surprised you most about the FAA since you served there last?

It’s not a big surprise, but the agency needs to adjust to increasing demands on the National Airspace System (NAS) fueled by the rapid pace of technological developments. That’s why we are putting such a premium on increasing the recruitment, training, and hiring of air traffic controllers, aviation safety inspectors, data analysts, human factors specialists, medical officers, and other professionals.

A&SL: What do you consider to be your most significant accomplishment during your career?

Hopefully, I’m working on that right now by ensuring we keep the traveling public safe. Recent steps to give our controller workforce more rest between shifts is an example of how we are working to do that.

A&SL: As administrator, what would be your best accomplishment if achieved?

Taking the agency and the industry to the next level of safety, where the agency and operators have the tools and better access to data to keep the system safe.

A&SL: What advice do you have for new lawyers and law students interested in pursuing a career in aviation law?

Aviation law is a tremendously dynamic field that provides new lawyers with wonderful opportunities to make a positive difference. Lawyers who choose this field will never be bored. Moving forward, the field will largely be focused on new entrants coming into the NAS, but there are many different aspects of aviation that will benefit from expert legal support.

A&SL: What do you like to do when you’re not at work?

I have always wanted to see the world from every angle ever since I was a kid. I’ve been fortunate to have spent the last several decades traveling extensively and seeing the world, all from various modes of mobility, including scuba diving, sailing, skydiving, mountain climbing, and of course, flying. These days my pursuits are reading, walking the dog, and spending time with my wife at home in Vermont.

A&SL: What have you been reading lately for enjoyment?

I’m an avid reader. I just started a book called On Grand Strategy by John Lewis Gaddis. So far, so good. But for people who want to understand the drive and determination it takes for a startup to succeed, read The Wright Brothers by David McCullough.